HR Analysts Experience Job Growth Statewide

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In an era where an uncertain economy demands that business expenses undergo intensive financial scrutiny and metrics such as “return on investment” or ROI calculations are a driving force behind business decisions large and small, benchmarking trends in human resources is part of the expected norm.

From compensation and benefits analysis to a wide variety of workplace practices benchmarks, HR plays a major role in analyzing how your organization’s pay and benefits practices stack up next to the competition. Demand for this type of data driven decision making bodes well for the HR specialists whose major job duties involve analysis and reporting of these critical HR metrics.
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4 Hiring Practices Successful Employers Use

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4 Hiring Practices Successful Employers Use

Ever wonder how employers select a perfect match for a job? In our research, their secret lies in using certain hiring methods to select the right employees, specifically these four practices.

1. Behavioral Interviewing

Behavioral interviewing is one of the most accurate hiring techniques and ideal for evaluating skills and competencies necessary for effective job performance. Behavioral interviewing, as opposed to traditional interviewing, evaluates candidates' past performance by having job candidates describe specific stories, examples, experiences, and results that indicate their ability to perform certain job tasks and responsibilities.

Examples of behavioral interview questions include:"Provide an example of...", "Tell me about an experience when...", or "Describe how you did...". Typically, a candidate is asked to provide a description of the situation, task, action, and result in response.
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A Brand Evolution

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At ERC, we've recently gone through a rebranding process and we're excited to share with you the new look of ERC.

ERC has an updated logo for the first time in over a decade. We've dropped the old octagons for a clean, contemporary and bold logo that features our brand and our tagline, "Where Great Workplaces Start". We feel that these bold updates represent our contemporary culture and mission of supporting organizational success through the attraction and retention of great employees.


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3 Tips for Recognizing Employees

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Consistently, employees say that recognition and appreciation in the workplace matters - that when they feel valued, appreciated, recognized, and rewarded for their contributions, hard work, and results, they are more likely to stay and less likely to leave their organization.

Yet when we conduct employee engagement surveys, we find that rewards and recognition programs are usually some of the weakest initiatives in the workplace. In fact, most employers that we work with struggle with rewards and recognition. They have difficulties defining what to recognize or reward, who to recognize or reward, how to do it fairly, what rewards to offer, how to track results, and how to motivate their leaders and supervisors to recognize their people.

Based on what we know about rewards and recognition programs that work, are effective, and increase employee engagement, here are 3 steps to improve rewards and recognition programs at your organization.
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Training is Key for Hourly Maintenance Workers

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According to the 2012 ERC Wage Survey, with the exception of entry level workers, wages for Machine Maintenance Mechanics in Northeast Ohio fall largely in line with the national dollar figures reported by the 2012-2013 Occupational Outlook Handbook. The national median wage for this job category averaged $21.23 per hour.
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Employers Attempt to Identify Retention Challenges

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When asked “What is the biggest challenge your company faces today?” the most common response by participants in the 2012 ERC/Smart Business Workplace Practices Survey was, “hiring & retaining employees.” To address the first half of this challenge, employers report using recruiting and hiring practices at rates that are fairly consistent with past years. Most organizations check an applicant’s references (90%) and more than half (57%) use some type of psychological testing as part of their selection process. Unsurprisingly, there was a noticeable uptick in the use of technology as a recruiting tool overall, with more employers routinely using tools such as internet job boards (85%) and social networking (52%) to match the right candidate with their organization’s needs.

Determining how these same employers are then “retaining employees” requires a slightly more complex explanation. From compensation and benefits, to employee engagement and communication, to work-life balance and rewards/recognition, each element of an employee’s overall experience at work plays some role in their decision to stay-on with their current employer. One specific factor that contributes to employee retention that is addressed in the 2012 Smart Business Survey is “Training & Development.” 
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How to Inspire & Engage Employees in 6 Easy Ways

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Do you want your employees to work harder? Have a better attitude? Be more productive? Find efficiencies or areas to improve? Show more enthusiasm? Be committed?

It seems that every manager wants these behaviors from their employees, but often believe they need to "fix" or "change" their employees, design elaborate programs, or invest a lot of money in engagement to achieve any results.

The truth is that even though these strategies can help engage employees, using only these tactics will sorely miss the mark. Your front-line managers, on the other hand, are the people that have the largest effect on day-to-day engagement and these outcomes, and the ways in which they do are often cost-free.

Here are 6 easy and cost-free ways that you as a manager can inspire and engage employees to receive the outcomes you want.
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Controlling Costs Through Effective Absence Management

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Controlling Costs Through Effective Absence Management

In an era where concerns about controlling costs is more crucial than ever, managing employee absenteeism is one area where HR departments are empowered to make a real impact on the organization’s bottom line. A cost analysis from a Mercer report entitled The Total Financial Impact of Employee Absences found that the total cost (direct and indirect) of all absence categories (scheduled and unscheduled) averaged 36% of total payroll. The most costly days, the analysis continued, were unscheduled absences- largely attributable to the indirect costs associated with higher rates of lost productivity for these types of absences.

So what are Northeast Ohio employers doing to help minimize what is clearly a large financial burden on employers across the nation? According to the ERC Absence Management Practices Survey, simply recording these absences is the most popular method, with 94% of respondents indicating this basic tracking method is how they manage or control absences. Other top reported methods include “disciplinary actions” (74%) and “using attendance as a performance criterion” (70%).

Interestingly, manufacturers are approximately 30% more likely than non-manufacturers to utilize these more structured measures, which in some cases even have direct ties to rates of compensation. In contrast, non-manufacturers trended towards more forgiving strategies such as “flexible work arrangements” and “paid time-off banks.”

Unsurprisingly, “illness” (88%) is the most common reason for unscheduled absence, with “home/family obligations” and “child-care issues” next in line at 61% and 54% respectively. To combat these issues specifically, 44% of participants reported allocating “family leave” as part of their overall attendance policy and 29% of organizations pointed to “wellness programs”- a key preventative measure to help combat unscheduled absences due to illness at the root of the problem.

Overall, the Absence Management survey reported that the average number of days lost per employee per year due to unscheduled absences is 3.9 days, a number 1.4 days better than the average reported by the Mercer report on the national level.

View ERC's Absence Management Practices Survey Results

This report summarizes the results of ERC’s survey of organizations in Northeast Ohio on practices related to attendance and unscheduled absence.

View the Results

5 Measurements to Evaluate Salaries

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6 Tools to Evaluate Salaries

Does your organization know the health of its base salary program? The health of your base salary practices can easily fly under the radar if you aren't paying attention to certain important numbers. It may result in overpaying or underpaying employees, employees being paid outside of pay ranges, an uncompetitive mix of pay forms, or a low revenue return on your costly investments.

There are several "tools" (i.e. calculations or measurements) that you can use to evaluate the health of your base salary program, six of which are among those that most compensation experts agree are the best and most common tools to use.
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What is ADA?

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The Americans with Disabilities Act (ADA), enacted in 1990 and amended in 2008, prohibits private employers with 15 or more employees, state and local governments, employment agencies, and labor unions from discriminating against qualified individuals with disabilities in employment activities. Such activities include hiring, termination, training, promotion, compensation, and other terms and conditions of employment.
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